NIGP CPP Module A Exam Questions and Answers All Correct

NIGP CPP Module A Exam Questions and Answers All Correct A strategic plan is a course of action to achieve long-range goals, generally up to five years. Strategic plans reflect the company's direction and its purpose as stated in its mission statement. To develop strategic plans, top management must develop and use summary reports on finances, operations, and the external environment. - AnswerStrategic Plan A tactical plan is a course of action to achieve short-term goals, generally within a year or less. Tactical plans are concerned with what the units beneath top management must do, how they must do it, and who has the responsibility. These plans have shorter time frames and narrower scopes than strategic plans. - Answer-Tactical Plan Obtain the Entity and Departmental (if available) Mission, Goals, and Objectives. Establish and train a Strategic Procurement Planning Team. Review Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the procurement function. Update the Procurement Department's mission, goals, and objectives, if necessary, based on the above SWOT review. Review the projected budget for the entity to determine likely procurements for the coming year. - Answer-Steps to take to create a Procurement Strategic Plan Is the objective logically related to an identified goal? Does each objective describe an output or outcome in terms of identified targets, and are they time based? Is each objective realistic and attainable? Is the objective related to a specific foreseeable result or outcome instead of some internal process or output? - Answer-The creation of Strategic Procurement Objectives should include: SMART is an acronym that spells out the requirements for establishing effective goals and objectives. Creating objectives that meet these criteria will enable the entity to move forward more efficiently, with clear direction and within stated timelines. Specific: Objectives that are detailed and clear so that they are easy to understand. Measurable: Quantifiable objectives that include definite numbers and well-defined action plans. Attainable: Realistic (another word used may be "Achievable"). Relevant: The objective matters and it matches our overall goals. Time Bound: Set a specific time frame to accomplish your objectives. - Answer-SMART Obtain input from key stakeholders (those to whom performance will be reported). Ensure that measures are simple and relevant to the intended audience (e.g., public, stakeholders, elected officials). Ensure that measures are specific, consistently applied, and within the control of the procurement function. Identify any dependencies among other stakeholders, functions, or departments that will be related to the measures. Define a specific time period for reporting measures that is directly related to the attainment of goals and objectives in the strategic plan (e.g., 6 months, 1 year). Utilize measures in the decision-making process that support informed decision making and lead to appropriate action. The measures should represent a balance of the types of measures critical to achieving specific objectives and goals. - Answer-In order for procurement managers to know "what" they are measuring, accurate planning must be completed before the process of developing the performance metrics. Is descriptive and conceptual. Qualitative data can be categorized based on traits and characteristics. Example: Provide response options for feedback on the pCard program survey such as: Highly effective, effective, ineffective, highly ineffective. - AnswerQualitative Feedback Can be counted, measured, and expressed using numbers. Example: Provide response options for feedback such as the number of solicitations awarded or time it took to process an award. - Answer-Quantitative Feedback Is a more organized and documented communication. - Answer-Formal Feedback Is the everyday casual conversation regarding the work being done. - Answer-Informal Feedback Qualitative Feedback: Focus groups center their attention on processes related to an issue and how to improve them. Quantitative Feedback: Surveys focused on measuring satisfaction with Procurement Department. Formal Feedback: A formal annual review of procurement performance each year. Informal Feedback: Staff check-in with internal clients to receive informal feedback on new processes implemented. - Answer-What would a feedback plan look like that includes qualitative/quantitative as well as formal/informal feedback from internal stakeholders? workload levels and workload balance among staff and across the year timeliness of commodity delivery operating cost levels benchmark targets performance indicators performance targets quality management tools (i.e., checklists, progress charts, graphs) sharing performance measures and progress during regular staff meetings performance reviews to share performance measures that identify accomplishments and areas for improvement - Answer-The following are examples of methods that may be used to measure, track, and share procurement performance: A KPI is a quantifiable measure used to evaluate the success of an organization, employee, etc. in meeting objectives for performance. - Answer-What is a KPI It tells the stakeholder where you were, where you are going, and why this milestone is a success worth celebrating. It is another small success that drives positive impressions of reputation. - Answer-What makes a KPI effective